Business Plan 2016 Draft (0.7) Europeana AGM 2015

Transcription

1 Business Plan 2016 Draft (0.7) Europeana AGM 2015

2 INTRODUCTION Colombes : championnats de France d Athlétisme : rivière, le speaker Agence de presse Meurisse 1921, National Library of France France, Public Domain

3 Contents Introduction Design principles Business priorities Goal 1: Create value for partners Objective 1 Ensure a better customer experience Objective 2 Network-centric thought Goal 2: Improve data quality Objective 3 Transform the way we make Europe s cultural heritage available Objective 4 Reach for higher quality data Goal 3: Open the data Objective 5 Develop community-based services Objective 6 Champion interoperability Goal 4: Strengthen the organization Objective 7 Achieve long-term funding Objective 8 Transform the organization from good to great BP Contents

4 Introduction Design Principles Europeana Strategy provides a long-term view for Europeana and its network of partners and projects. The business plan needs to provide the mid-term objectives and priorities. So instead of covering a single year as we ve done previously, our next plan, Europeana Business Plan 2016, will highlight the main priorities for the next two years. To be of the greatest use and interest to the widest range of stakeholders, the new business plan is shorter than before, more high level and therefore more readable. It s also be less task-oriented. Specific tasks will follow as part of the Digital Service Infrastructure (DSI) descriptions of work and team activity plans. The Europeana Business Plan 2016 should be read as the objectives for the whole Europeana ecosystem. Involved in both its development and execution are the Europeana Foundation, the partners in the DSI, and members of the Europeana Network Association whose involvement is through Task Forces, Working Groups and other activities. In order to accomplish our goals as a business, we must invest, develop and maintain a strong network, dedicated and inspired colleagues and a long-term funding perspective. Please note this is a draft version of the Business Plan 2016 for discussion at the Europeana Network Association AGM Performance indicators and budget will be added to the plan in December BP Introduction

5 Introduction Business Priorities Europeana Strategy sets out three goals: 1. Create value for partners 2. Improve data quality 3. Open the data This business plan adds a fourth: 4. Strengthen the organization At the heart of this are our core values that insist the work we do is Usable, Mutual, and Reliable. These values influence what we want to achieve and they provide the framework for how we work together with our partners to achieve it. As a result of working with our data partners, the Europeana Foundation Board, the Europeana Network Association Members Council (see the survey results) and our principal funders, we now propose a number of objectives relating to each of our three long-term goals. As a platform organization, we are connecting cultural institutions who have digital heritage to share with audiences (both amateur and professional) who need and use this material for work, learning or pleasure. While we have many of the components ready, we have yet to make the experience of sharing easy, reciprocal and seamless. What we mean by this is that our audiences need to get access to higher quality material in formats that they can use for their specific purposes, and that in return, creators should be attributed for their work. To achieve this, the cultural institutions need to have easy access to the best possible tools and services. BP Introduction

6 Overall, we see 2016 and 2017 to be years of what we call core service concentration: we will make use of the technologies and interfaces that we developed in 2015 to reach further into our core audiences. Europeana s services for three different audiences Europeana BP Introduction

7 The new Europeana Collections site (the portal) with its thematic collections approach (channels) sees us focus on our audience s interests (e.g. Art History, Music, Fashion, ). Partners with expertise in a specific field work together to create a special interest collection as an easy and attractive way to Europeana for visitors. We will make sure that we not only get great material in, but use our collective expertise and the full power of the platform to reach our audiences on relevant external platforms. We realize that this change will take time and requires a phased and differentiated service approach and that we ll need to highlight proofpoints of success along the way. Consistently higher quality data is needed to provide compelling online experiences. Making this data available should be a rewarding experience for our data partners. The new Europeana Publishing Framework clarifies what can be done with the data shared with Europeana, helping data partners to decide what level of use and quality of data they desire for their collections. To provide a better experience for data partners, we need to shorten the cycle between data delivery, publication on Europeana and that data s re-use. We will invest in smarter and faster ways to publish interoperable data. Europeana is about making digital heritage usable in a reliable way, for the mutual benefit of the Europeana Network Association, our data partners, stakeholders and audiences. If everything we do reflects these values, we will succeed in raising awareness of the value of the Europeana Network Association, cementing our credibility and helping to secure ongoing funding. We are Europeana! Bruno Racine - Chair of the Europeana Foundation Governing Board Max Kaiser - Chair of the Europeana Network Association Jill Cousins - Executive Director of Europeana Foundation BP Introduction

8 CREATE VALUE FOR PARTNERS Goal 1 Concours de cycles nautiques sur le lac d Enghien : Berregent piloté par Austerling Agence de presse Meurisse 1914, National Library of France France, Public Domain

9 What we have stated in Europeana Strategy We believe that it s our duty to nurture a space of shared interest, a Commons that we can hand over to future generations. We can only manage this by being generous to each other and by finding ways to let value flow in all directions through the system. We will work hard so that people can find rousing cultural references however they like. So that memory institutions get the visibility, cost reductions and return they deserve from tapping into a shared infrastructure. And so that creatives can invigorate our economy with innovative ideas and new businesses. BP 2016 Goal 1 Create value for partners

10 Objective 1 - Ensure a better customer experience While Europeana has been largely understood as a great organization to be involved with for networking and developing sectoral change (as part of the Europeana Network Association), the direct value for our customers - data partners, cultural heritage institutions, end-users and re-users - has not been sufficiently apparent so far. We need to distinguish between these customer groups and stakeholder groups in order to improve our service levels while consistently demonstrating the shared values that underpin all of our work. For Data Partners: We have already established that we need to change the back-end infrastructure so that it becomes much easier to share data. But there are other important components in creating a better customer experience that we need to factor in over the next two years. In our move to become a full service platform for sharing metadata and content, we need to explain the Europeana Publishing Framework to our partners. The campaign kicks off in autumn 2015 but full adoption across the Europeana Network Association and the member states will take us well into An important proof-point in showing how collections are increasing in visibility is the Statistics Dashboard. It will play an important role in telling us what works and what doesn t, as well as giving partners important information about use of their collections on Europeana. By the end of 2016, all data partners will have access to a dashboard informing them about traffic to their data on the Europeana sites. By the end of 2017, we will integrate traffic information from third party platforms such as Facebook and Pinterest as well. This will be complemented by a series of case studies, showing the value of opening up data in higher quality and under more open licensing conditions. BP 2016 Goal 1 Create value for partners

11 Europeana Statistics Dashboard Europeana BP 2016 Goal 1 Create value for partners

12 Objective 1 - Ensure a better customer experience For End-Users: Europeana s end-user target groups are: Culture vultures: professionals or expert amateurs in cultural heritage, or people with a higher than average interest in culture Cultural snackers: people who are not actively seeking heritage content but like to see engaging items in their social media timelines. We will create value for culture vultures with the new thematic collections on the Europeana Collections site. They provide unique and trustworthy, often re-usable and cross-domain datasets presented in a userfriendly way. These thematic entry points make the user experience deeper and more engaging. We will reach culture snackers primarily through the platforms that they are engaging with already such as Pinterest and Wikipedia. BP 2016 Goal 1 Create value for partners

13 Objective 1 - Ensure a better customer experience For Re-users: For the re-user markets, our ambitions focus on reach (we want to scale by making more use of partners multiplier role) and services (we want to enrich our offering to re-users with new services). For example, for the education market this would mean extending our partnership with Apple to reach their teacher communities and, as a result, produce more online learning materials for students across countries and disciplines. We ll continue our work with European Schoolnet and Euroclio. We will explore partnerships with other big online educational providers (like Coursera or Khan Academy). To achieve the above goals, we need to show and communicate clearly how access to Europe s digital cultural heritage collections can benefit our target industries. For partners who can help us reach bigger audiences, the main motivator is the availability of relevant resources for their communities - content, technology, projects, finance. For the data partners (service providers), the main driver will be access to our audiences, and getting more customers for their services. BP 2016 Goal 1 Create value for partners

14 Objective 1 - Ensure a better customer experience So, we should focus on three areas: Continuously enrich and refine our resource offering - this means more high-quality, openly licensed and curated content and better software tools and services. Enable project initiation - both by building up an online project space for interested professionals and identifying project opportunities with our re-user partners (e.g. other physical/online labs, innovation initiatives like Smart Cities). Increase access to finance - investigate and add more crowdfunding platforms, impact investors and EC funding opportunities. We could, for example, work with the European Investment Advisory Hub and see how we might contribute to the investment project pipeline within the 315 billion investment plan initiated by the European Commission. BP 2016 Goal 1 Create value for partners

15 Objective 2 - Network-centric thought Europeana is a network of individuals and organizations sharing the same values and driven to pursue the same goals. That makes the Europeana community incredibly powerful. Focusing this action is a priority for 2016, as is making use of the power and influence of the Europeana Network Association in everything we do from copyright reform, standards setting and change, to product development and increasing the pressure for structural funding for Europeana and its ecosystem. During 2015 we have made important progress in this direction with the establishment of the Association with its own Members Council and representation on the Europeana Foundation Board. In 2016 and 2017 we will continue to empower the Network Association by involving them in all aspects of delivering this business plan, and also making them formally responsible for a number of main objectives or tasks (for example in areas such as sustainability). We will also capitalize on the power of the community through more targeted and resonant communication campaigns. The vision for is for the Network Association to take more of the lead in identifying issues and opportunities for the Europeana ecosystem. To do this, they ll work closely with each other, the Europeana Foundation and the Europeana platform. The main instruments for this are the Task Forces (8-10 each year), Working Groups and the AGM which we aim to transform into a conference with a parallel General Assembly component to accommodate the Network Association s requirements. By 2017, the Network Association will have grown to 2,000+ individuals, led by a 37-strong Members Council and with a completely renewed Board. The Europeana Network Association benefits from direct links to other networks such as the Member States Expert Group (MSEG) for policy-makers in cultural heritage. We aim to reach out to other networks to expand awareness of Europeana and make use of others expertise in BP 2016 Goal 1 Create value for partners

16 Europeana Pro homepage Europeana BP 2016 Goal 1 Create value for partners

17 IMPROVE DATA QUALITY Goal 2 Banquet Still Adriaen Life van Utrecht 1644, Rijksmuseum Netherlands, Public Domain

18 What we have stated in Europeana Strategy To do this, it needs to be more attractive for institutions to share their very best material. We must continue to be inclusive with a low threshold for entry so that everyone, who wants to, can participate, even with little time or money to spare. We will also develop an infrastructure that allows the surfacing of higher quality material with more open licensing conditions to service end-users and creatives better, resulting in corresponding higher returns for the contributing partners. We will innovate and transform the aggregation process, moving away from linear data delivery into a central repository towards a distributive, technology driven architecture giving unfettered access to the digital objects, according to the conditions applied by the rights holders. This will allow us to triple the amount of material available through Europeana while, most importantly, also making it more fit for purpose. BP 2016 Goal 2 Improve data quality

19 Objective 3 - Transform the way we make Europe s cultural heritage available Europeana's mission is to transform the world with culture. We want to make Europe's digital cultural heritage available and to make it easier for people to use whether for work, for learning or just for fun. Europeana provides a platform to help cultural heritage organizations make their digital assets accessible and shared as widely as possible. We need to inspire the contributing cultural institutions to give of their best, via campaigns such as Europeana 280. Europeana was constructed as an aggregator of aggregators. This allowed us to scale up quickly using the power of both national initiatives and domain aggregators to attract and support museums, libraries, archives and audiovisual collections sharing their material on the web. It allowed us to build a corpus of more than 45 million heritage objects from more than 3,500 institutions. Over the years, we have honed the aggregation infrastructure to become more scalable, robust and be able to accommodate more variety in incoming Europeana Data Model (EDM) data. But we have also realized first-hand its inherent limitations: lack of direct data supplier-consumer interaction resulting in much delayed feedback; slow cycles, falling short of today s standards; reserved areas of ingestion workflows to which partners have no access. The result is that institutions feel a lack of control and do not always see the benefits of sending data to Europeana. We now have an opportunity to innovate how cultural heritage institutions share their collections and more clearly reflect our shared values in doing so: we want to enable them to create their data once (using interoperable standards) and publish them in high quality on their own websites as well as on other platforms like Europeana. We will explore two mechanisms to this end. BP 2016 Goal 2 Improve data quality

20 Current situation Europeana BP 2016 Goal 2 Improve data quality

21 Objective 3 - Transform the way we make Europe s cultural heritage available Europeana Cloud: The first mechanism we ll explore is based on the outcomes of the Europeana Cloud project. Cloud computing is not only changing our technological norms but also entirely transforming the way businesses interact, people collaborate and business models are designed. Europeana sees itself as an agent for change, bringing new forces like this into its network and the cultural heritage sector as a whole. Europeana Cloud is a central (but collectively owned) cloud repository with innovative services and tools to help aggregators (and later on institutions) to work with the data. Metadata transformations and enrichments are just two examples of services that would be available for all customers of the Europeana Cloud. Cultural heritage institutions will be able to upload their data to the Europeana Cloud, apply services to that data as needed, allow other parties to apply these services or to publish the data according to access conditions defined by the data provider. Appropriate collections of data would be published by the partners on the Europeana Collections site (the portal). Europeana Cloud will require both organizational and technological innovations. Europeana will become a central service infrastructure while aggregators will leverage their networks and expertise and transform into expert hubs (domain aggregators) and service hubs (national aggregators) in relation to Europeana. Europeana Cloud Services will launch in the spring of 2016 with an initial set of services (metadata and content hosting, basic transformation, EDM Search, IIIF) and gradually provide new services for efficient sharing of media, such as IIIF and audio and video streaming services for small and mid-sized institutions. BP 2016 Goal 2 Improve data quality

22 Objective 3 - Transform the way we make Europe s cultural heritage available Crawling/Indexing: The second avenue we will explore is a lightweight indexing mechanism to radically reduce the work needed by individual institutions to make their collections available via Europeana. Europeana will crawl data partners own websites and pull the data it finds into the Europeana search index. The better a memory institution has marked up their data on their own website, the better the data in Europeana and the search index would be. This mechanism could be very powerful as it puts the cultural heritage institution fully in control, while members of the Europeana Network Association act as a facilitator, providing technology and expertise and deciding on shared interoperability standards. Such a mechanism will however require a thorough review of our legal interactions with data providers, requiring more effort in our policy and framework areas to achieve consensus between the needs of the cultural heritage institutions and audience demand. BP 2016 Goal 2 Improve data quality

23 Future situation Europeana BP 2016 Goal 2 Improve data quality

24 Objective 3 - Transform the way we make Europe s cultural heritage available The European Library (TEL) will be the first aggregator to transform into an expert hub. They will focus on helping partners in the library domain to build up their technical, data and communication knowledge and expertise. The European Library s partner libraries will benefit from a continued transfer of knowledge and dialogue amongst them. The European Library will also create value by improving the partner libraries data quality and increasing the impact of libraries data. In 2015, the vision for alternative scenarios needs to be articulated at a high level in order to deliver the business and technical requirements early in 2016 and to start to put the mechanisms in place in the second half of the year. The first three aggregators will move towards becoming expert hubs in 2016, followed by the remaining domain and thematic aggregators now partnering with the Europeana DSI by the end of In 2016 and 2017, money has been put aside to invest in the structural change in the way we collect data. This innovative work has to run in parallel with ongoing operations. As it will take quite some time to have new modes of working fully functioning, we also need to keep investing in our current tools to streamline the publication workflow. We will try to invest in the development of non-cloud components that will be useful in future scenarios. A data delivery component, for example, will allow data partners to upload their data, monitor the processing progress and manage data-specific feedback. A data checker must be a key part of that component to allow sample EDM data to be previewed on the Europeana Collections site before submission. The development of these components will start in 2016 to be completed in early BP 2016 Goal 2 Improve data quality

25 Objective 4 - Reach for higher quality data Europeana has ingested and published a critical mass of cultural heritage data following a one-size-fits-all approach. Europeana was very inclusive and accepted a variety of data (in terms of quality) with no differentiated service approach in mind. Technical requirements as well as the demands of our audiences have changed in recent years. Work by projects such as Europeana Creative has shown that today s level of data quality is insufficient for many of the potential use cases. We need to acknowledge the changes in technology and user expectations when investing in data quality improvements, but also be aware of change to come. A Task Force on metadata quality highlighted obstacles that we think we can now address. We believe developing standardized frameworks will also help to raise the bar as will campaigns such as Europeana 280, with its requirement for high quality, openly licensed pieces of art. BP 2016 Goal 2 Improve data quality

26 Objective 4 - Reach for higher quality data Adopting Frameworks: The Europeana Publishing Framework, developed by the Task Force on Content Reuse, will help us to reach for higher quality data. The framework proposes four tiers of participation in Europeana. The lowest tier, tier 1, covers basic quality data using any of the Europeana rights statements to make the collections accessible on the Europeana Collections site (the portal). The highest tier, tier 4, only includes freely re-usable data of high quality (i.e. media files of a high technical quality). The framework enables data partners to see the benefits of providing higher quality data while remaining inclusive for lower quality data or content that has not yet been digitized to a high standard. The framework clarifies the relationship between Europeana and data partners and outlines what we can do for them depending on the content and metadata they are able to share. We do not anticipate that the Europeana Publishing Framework will remain static. Over time, we need to have a process in place that allows us to raise the bar in the four tiers of participation. In the same way we need to decide when to adapt the accompanying Europeana Publishing Guide, which specifies the acceptance criteria for material to get published in Europeana. If the criteria set forth in this guide do not meet the minimal requirements of our audiences, we need to be able to add criteria by adding more mandatory metadata elements, for example. These changes will be discussed at the twice-yearly meetings of the Aggregators Forum. BP 2016 Goal 2 Improve data quality

27 The Europeana Publishing Framework Europeana BP 2016 Goal 2 Improve data quality

28 Objective 4 - Reach for higher quality data Designing a content strategy: In 2016 and 2017 we will adopt a more curatorial attitude, looking for quality over quantity to improve our offerings and provide more value for partners. Human readable metadata (e.g. meaningful and unique titles, rich descriptions), for example, are key for our audiences to find cultural heritage objects. Focussing on such metadata is easier if we encourage small and curated datasets that are fit for purpose. We will look to provide better support for data partners who invest in higher quality data and focus on data sets contributing to the channel themes. It is essential that Europeana is not only waiting for data to be submitted but actively sourcing high quality data fit for a specific purpose (e.g. thematic collections, re-use pilots). To do this, we need a content strategy that clearly defines the content priorities and targets for the coming years. Incorporating more themes for the Europeana thematic collections and lessons learned from audience and partner feedback will help to manage expectations for existing data partners and facilitate the development of new partnerships. But how do we solve the issue of poor quality legacy data? Data partners working with us through the Europeana DSI will enable us to address quality issues and gradually adopt the new standards for legacy data too. Rights statements need to be checked. Titles and descriptions need additional work and contextual elements need to be added. More links to media objects need to be provided and broken links need to be fixed. New mandatory EDM elements then need to be considered for the update of legacy data. It may also become necessary to disable datasets that are not possible to improve accordingly. BP 2016 Goal 2 Improve data quality

29 OPEN THE DATA Goal 3 Arrival of a Portuguese ship Anonymous , Rijksmuseum Netherlands, Public Domain

30 What we have stated in Europeana Strategy We are committed to making our partners data more openly accessible so that it may be viewed, and reused within its copyright. We will work with our contributing partners and policy-makers in Europe to make all digitised Public Domain material freely available for re-use without any restrictions. We will lobby to have the principles established in the Europeana Public Domain Charter and the New Renaissance Report applied to all publicly funded digitisation projects in Europe. We will also support our partners in making content that is not subject to third party rights openly available. We want to be a voice for publicly accessible libraries, museums and archives and their users and make sure that their interests are properly represented at European level during the upcoming copyright review. Most importantly we wish to use open metadata to open up access to out of commerce and in copyright cultural heritage so that more users can find it. We will continue to invest in R&D so that your heritage is made available in a wide range of languages. We want to become the first port of call whenever you are looking for cultural heritage, for authentic and trusted content that s ready for use and re-use.

31 Europeana Collections homepage Europeana

32 Europeana Music Collections homepage Europeana

33 Objective 5 - Develop community-based services In 2015, we developed an updated portal (Europeana Collections) to showcase our collections. In addition, we have developed thematic discovery services for specific communities (thematic collections). This updated service will allow us to deepen our collaboration with partners in the Europeana Network Association who want to use the Europeana platform and its thematic collections capability to reach a wider audience than they could do on their own sites. In 2016, we will experiment with this approach, first with Music in collaboration with the Europeana Sounds consortium and later with Art History, Fashion (with the Europeana Fashion Association) and the integration of Europeana After a proper evaluation, a further five thematic collections can be expected in Europeana 280: started in 2015, has delivered high quality pieces of Art that represent a European art movement to Europeana for the new Art History Channel and for a European wide public engagement campaign in our shared cultural heritage. As well as improving the quality and openess of a set of material the aim of the campaign in 2016 is to engage new audiences in our rich art heritage. Every member state is involved, with the key institutions leading to a Europe wide end user communication initiative throughout next year. Europeana Labs enables us to reach out to specific groups of culturally minded developers and digital innovators who share our values and for whom direct access to reliable data and services is a must. Finally with Europeana Research we have taken a first step to act as a business-to-business (B2B) partner to research networks and infrastructures interested in expanding their reach into the digital humanities. The Europeana Research website is primarily intended as a site that repackages data and services from Labs, Pro, and Europeana Collections for its intended academic audience. We will connect to other research and labs websites in cultural heritage institutions to cross-fertilize and deliver the pan-european dimension.

34 Europeana Labs homepage Europeana

35 Europeana Research homepage Europeana

36 Objective 5 - Develop community-based services Product development objectives for To provide a better audience experience, we will focus on delivering the following outcomes over the next two years. Established design and development principles: To develop the Europeana platform and associated products so that they deliver value to both audiences and data partners, clear principles for design and development must have been established and understood within and between the Europeana Foundation and Europeana Network Association. By 2018, we will have established and grounded a user-centric design process that balances usefulness to our audiences with value to the data partners. Services for our audiences must be developed in a fashion that is device agnostic (e.g. responsive to different screen resolutions, sizes and input mechanisms). All services developed by Europeana must have API thinking at their heart so that their development contributes to the technical platform as a whole. Improved search: A mass of content is of little value if people cannot find what they need within it. By 2018, the relevancy ranking and recall across languages of the Europeana search engine will have been radically improved. To accomplish this, Europeana will have moved from a search service centred around records to a search service centred on entities and the relations between them. Media-based search functions, such as image colour or similarity, will also have been established. To support this radically improved search, closer and better collaboration between the Product Development, Research and Development, Technology and Data Services teams have been established.

37 Objective 5 - Develop community-based services Browse options: By 2018, the Europeana Collections site and its thematic collections will support not only search but also browsing for records and entities and the relations between them. Vocabulary and authoritybased terms for agents, subjects and resource types will have been applied across the Europeana database (thus also increasing the interlinking of Europeana data with other linked datasets). Media-centric services: For most people, whether they re amateur culture lovers, professional re-users or researchers, metadata is a means to discover and describe the media objects they re really looking for. Some people want to look at a particular object such as an image, text or video. Others want to use and maybe even change that object for a particular purpose. And others, like a digital humanities scholar, might want to look even more deeply into that object. By the end of 2017, Europeana will have established its first media services. Cloud-based services with standards-based APIs for imagery and free text will be operational and Europeana Collections will be capable of exploiting images and free text in search, browse and display. In compliance with the Europeana Publishing Framework, media objects will be available for download, both individually and in batches. Audience participation: To deepen engagement with our audiences and to do so in ways that also improve our data, features that will allow people to annotate items and media objects, create links between them and curate items into sets (galleries, playlists, reading lists, etc.) will be in operation by In selected thematic collections, it will also be possible for people to contribute their own stories and digitized items to Europeana.

38 Objective 5 - Develop community-based services Business development: On the professional re-use side, we will continue to focus on developing new partnerships (with partners delivering data in line with tiers 3 and 4 of the Europeana Publishing Framework) and creating valuable experiences for culturally minded developers and digital innovators. While we can imagine that, with the full deployment of the Europeana Publishing Framework, finding and downloading reusable collections could take place on the Europeana Collections site, Europeana Labs should become the place for inspiration and support for all professional re-users from developers to makers. The networking of other physical and virtual labs for cultural heritage will create synergies and awareness. Working closely with Europeana Food & Drink and Europeana Space will be crucial for financial support, to represent results of work and to reach out to new communities. Policy support: To support the above outcomes and the features they imply, policies that are likely to be needed to be reviewed and if necessary updated are e.g. the Data Exchange Agreement (DEA), Europeana Publishing Guide, Europeana Licensing Framework and Terms for User Contributions.

39 Objective 6 - Champion interoperability Europeana plays a key role in making sure the solutions developed and adopted in the cultural heritage sector stay interoperable and efficient. In our work on interoperability, we focus on data exchange and Linked Open Data, search and multilingual functions, data management and data enrichment, and the associated legal aspects. Interoperability is much more than a technical accomplishment. Interoperability work includes continuous communication on the issues, involvement in different platforms (such as W3C and IIIF), awareness and maintenance of legal frameworks and efforts on standardization.

40 Objective 6 - Champion interoperability Interoperability, data modelling and exchange We will continue to develop and maintain EDM, our data model for allowing interoperable data exchange for cultural heritage metadata. We will advise on the use and uptake of EDM as much as possible, look for integration in new domains and investigate ways to simplify the use of EDM to lower the barriers for a wider take-up. The aim of this is to make EDM the de-facto standard for interoperable data exchange in the cultural heritage sector. In addition to EDM, our research and development (R&D) efforts will go into talking to the cultural heritage R&D community about how new products should be developed, with the aim of improving data flows and aggregation. We increasingly see that metadata is only the tip of the iceberg; audiences expect content as well. We will work with the IIIF committee to enhance international standards for the exchange of images, text and audiovisual material. We will explore how data enrichment will work with the Europeana Cloud Services that will become operable in In addition to this, we will work with research infrastructures, such as CLARIN and DARIAH, to optimize the use of Europeana data for research purposes. For example, we ll look at how we could benefit from text processing platforms developed in these research infrastructures, instead of developing one specific to Europeana Cloud. To enrich data, we will develop a data strategy that will use and exploit relevant new and existing data resources (like thesauri or authority files).

41 Objective 6 - Champion interoperability Interoperability and multilingualism Multilingualism continues to be a challenge. In 2016, we will focus on experimenting with the automated translation building block created by another DSI under the Connecting Europe Facility to automatically translate metadata and terms. We will also continue to work with other international translation tools (such as Hugo.lv). Copyright reform & Interoperable rights statements In 2016, we will continue our advocacy for copyright reform. We will advocate for exceptions to allow better access to and usability of twentieth century works held by museums, archives and libraries, so that the material and metadata can be interoperable. We may need changes to the DEA to ensure that we are able to cache images and operate with Europeana Cloud Services. We will continue to work with the emerging expert hubs (e.g. domain aggregators) developing advice for complex Intellectual Property Rights (IPR) issues and use of appropriate (new) technologies. Training will be given to the developing expert hubs so that they can work with their data partners on the subject of IPR. To deliver the best user experience, any rights issues need to be addressed prior to the launch of new EUfunded projects; and so we will assess and analyse any issues in advance. With the Digital Public Library of America (DPLA), we are developing common and renewed right statements, which will be hosted at rightsstatements.org. In 2016, we aim to implement these new rights statements for both new and existing metadata. Our first step is to set up an implementation plan outlining how we communicate this to our data partners.

42 Objective 6 - Champion interoperability EuropeanaTech EuropeanaTech is the community of experts, developers and researchers from the R&D sector within the greater Europeana Network Association. We will continue to maintain and operate the EuropeanaTech network, including preparing a new plenary in the beginning of In 2016, EuropeanaTech means to maintain, support and grow its community as a network of 250+ technical and R&D professionals in the cultural heritage field. We will set up Task Forces as required. Library bibliographies We will work with the library community and The European Library to exploit their bibliographies. These are rich mines of information and data which help people to access non-digital items and reduce duplication of effort by sharing information so libraries can see, for example, that a particular book has already been digitized elsewhere.

43 STRENGTHENING THE ORGANIZATION Goal 4 Elegant Party on a Terrace of a Venetianinspired Setting Anonymous 1615, Rijksmuseum Netherlands, Public Domain

44 Objectives for 2016 and 2017 Optimizing the way we operate as an office and as a network might not be a stated priority in our strategic plan but it is essential to achieving our three strategic goals. In the past couple of years we have made important strides in becoming a more fundamentally networked organization. The establishment of the Europeana Network Association and its Members Council, based on our core values, is the foundation for a powerful and innovative force in the sector. We have improved our governance structure in 2015, becoming more democratic and representative of stakeholder interests from the elected members of the Europeana Network Association to associations of content holders and experts in our fields of interest, to the inclusion of the member state holding the sitting presidency in the Europeana Foundation Board. Our vision and our goals are not achievable tomorrow - they require strategy and planning, ongoing progress and longer-term ambition but a lack of structural funding undermines our efforts to work in this way. On an operational level, project-based funding creates difficulties, including cash-flow issues, that limit our ability to ensure a thriving operation. Solving this is a priority for the next two years. BP 2016 Goal 4 Strengthening the organization

45 Europeana Governance structure Europeana BP 2016 Goal 4 Strengthening the organization

46 Objective 7 - Achieve long-term funding Continuation of Member states support for Europeana and their recognition of its value are critical to our future funding. Increasing their involvement in Europeana on an operational, financial and most of all strategic level is an important goal for the next two years. Effectively articulating this need, and the value proposition of Europeana for member states, will help towards a more sustainable future. By mid-2017, we aim to have a solution for the following 3 years under the current multi-annual framework and an agreed proposition for the following one. We will pursue several avenues including continuation of the DSI (Europeana Foundation, Europeana Network Association and DSI partners) and co-funding with the European Commission and a 10% contribution from the member states, for a budget line of 10 million euros per year. In addition, we aim to build a cash flow reserve of 1 million euros by Together with the Europeana Network Association we will launch a new #AllezCulture campaign in 2016 on Sustainability. It will pick up on our earlier case for funding and promote the three reasons Europeana is important: Support of Economic Growth, Connecting Europe and Making Cultural Heritage available to all. It will work with the Dutch Presidency proposed Council Conclusions on reinforcing the raison d'être and the long term funding of Europeana. We will continue to investigate how to generate revenues but our research and analysis has shown that we are far better positioned as a multiplier for others to create increased tax receipts and employment opportunities than we are in directly creating money or material we do not own. BP 2016 Goal 4 Strengthening the organization

47 Objective 8 - Transform the organization from good to great Europeana has grown over the past six years to a network of thousands, with an executive arm (Europeana Foundation staff) of around 40 core staff and 10 support, project related, individuals. This excludes the The European Library, who, for 2016, continue to be funded by CENL and represent the needs of libraries within the ecosystem. These 50 people represent a wide range of EU nationalities. Whether they are Java developers, UX designers, marketeers or community managers, they all share the values and passion of the Europeana Network Association: to make Europe s heritage available as widely as possible. Over the years we have developed a Europeana DNA - attitudes and competencies that inform not only what we do but how we do things. These are captured in our values (usable, mutual and reliable). We are reaching the next stage in our existence, where strategic organizational development demands more focus on core activities, clearer processes for decision-making and delegation of authority across the organization. To enable this during 2016 and 2017 we will work towards organizational improvement in the following four areas: Improved cross-team collaboration: The Europeana Foundation is organized into teams that try to answer specific market needs. We need to get better at our cross-team collaboration. For instance, to design and develop products that deliver the right data to the users who demand it, we need the connection between data demand and supply to be tighter and the feedback loops between them substantially shorter. BP 2016 Goal 4 Strengthening the organization

48 Objective 8 - Transform the organization from good to great Workflows, processes & systems: We want to ensure transparency and visibility of our organizational practices, roles and responsibilities as well as their effectiveness. We will present these as a resource and reference (tentatively called the Europeana Playbook) and make it available for all Foundation staff to contribute to and all Network Association members to read. In addition, we will streamline our workflows and back-office systems to make it easier to report and comply with rules and regulations. Resource planning: Given the number and range of activities that we deploy, a strong core organization is needed but so too is an element of flexibility to enable us to act on opportunities as they arise. Consequently, our aim is a balance of 80% core and 20% flexible contracts. To ensure that we can deliver the services needed to realize our strategic goals, we will invest in people who are both highly skilled in specific areas and who also share our passion and values. Office space: The head office will move back into the Royal Library in The Hague in late 2015 and we believe this will give us a good long-term perspective at the heart of one of our most supportive partner institutions. However, while keeping the same number of staff, we will aim to slowly increase the number of satellite offices across Europe, as a means to strengthen our ties with the other member states. We currently have one working office in the British Library, and one in Athens. We aim to have up to four across Europe by early BP 2016 Goal 4 Strengthening the organization

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